Leadership H.L. Trait theories

• Trait theorists believe that different managers and leaders have to be who they are instead of trying to change.

Examples of leadership traits 252• Listening skills• Enthusiastic• Ambitious• Decisive• Enterprising • Recognition and approval from followers• Seeing the bigger picture• High standards of integrity• Influential and inspiring others to same vision• Prudence in decision making

• Some argue that leaders are born experts• They say it is impossible for people to change

their personality• They believe that people act like who they

admire.

• Other theorist believe that people can learn to be great leaders.

• They believe that leaders can learn through experience and practice.

• They still think that leaders need a combination of toughness and fairness

Rensis Likert’s four types of management style

• Exploitative autocratic - no trust in subordinates all decisions come from top down.

• Benevolent autocratic – some trust in employees use rewards instead of threats. (compared to a parent)

• Participative- managers make decisions but put a lot of trust in employees

• Democratic – Leaders have complete confidence in workers and work as a team towards decisions.

Fiedler Believes that no best way of leading. Depends on situation and personalityThinks that anyone can be a leader

The ways to establish the best approach depend on

• Relationships between people• Situation• Authority of the leader

Blake and Mouton

• Five leadership styles that can be shown on a grid page 254

Impoverished management style

• Managers do not care about people or tasks. • Usually managers who do not want to be

blamed for mistakes.

Country Club style

• Managers care about workers feelings in the hope that they will work hard if they are happy.

Authority Obedience style

• A Theory X style were managers only want production from employees

• Used in a crisis situation

Team management style

• Theory Y style workers and production are important.

• Workers are encouraged to think for themselves.

• Believed by Blake and Mouton to be the best style.

Middle of the road style

• Make neither tasks or people the main concern.

• Blake and mouton think this is an ineffective style.

Tannenbaum and Schmidt

• Believe that managers work on a continuum were one end managers tell the workers everything and on the other employees receive freedom.

Styles

• Tells – subordinates are told what to do• Sells – Managers convince workers that the

decision that they have made is good.• Consults - Subordinates opinions are asked

before a decision is made. • Participates – Employees are involved in

making a decision and their opinions are asked.

• Contingency theory says that no one way of managing is correct.

• They believe a proper manager can adapt to the situation.

Factors influencing management and leadership style 256

• Culture – Does the staff except change• Traits – level of motivation, experience and

know how.• Subordinates – how large is the staff what is

their skill and experience• Task – what needs to be done• Time constraints -

Situational theory

• Close to situational theory except that situational has a greater focus on the managers and contingency cares more for internal and external factors.

Blanchard and Hersey model concentrates on workers

• Telling/directing style – workers need to be told what to do.

• Selling/coaching style – workers have skill but they have no commitment

• Participating/supporting style – workers have skill and some commitment but mangers still need to encourage

• Delegating style – Workers have high skill and commitment they can do many things by themselves.

• Workers attitudes can be situational and managers have to adapt to the workers mood.

• One criticism is that it does not make a difference between leaders and mangers.

Path-goal theory

• Directive leadership – • Supportive leadership• Participative leadership• Achievement orientated leadership

• Managers need to keep in mind the • Subordinate personality – • Characteristics of the environment – resources

available

Action-centered leadership

Deals with four types of authority• Position – official status• Knowledge • Personality• Moral persuasion – convince others you are

right (religion)

Difference between management and leadership

• Time and devotion – management is 9-5 leadership is 24 hours. Managers think short term leaders long term

• Roles and responsibilities - Leaders deal with broad problems while managers deal with routine tasks.

• Influence on others – leaders need to inspire others while managers are more concerned with getting work out of employees

Difference between management and leadership con.

• Risk taking – Managers should follow rules and policies. They solve problems and set an example for their staff. Leaders are crazier in their thinking and try to make changes.

• Vision – Managers like a stable work environment while leaders are better in a time of change.

Management• Do things right• Doing what’s right• Directing and controlling others• Delegating tasks• Follow orders from senior staff• Conform• Problem solvers• Official position• Planning and monitoring• Achievement of objectives by

compliance of others• Analysis • Learned skills• Organization of staff

Leadership• Do the right thing• Knowing what’s right• Motivating and inspiring others• Empowering followers• Inspire others to follow a vision• Create change• innovators• Rank does not matter• Strategic decision-making• Achievement of objectives by

acceptance of others• Decisiveness• Natural skills• Support and guidance

• Large business need to rely on both to succeed.

Functions of management